ABSTRACT

Strategic Renewal is an original research anthology offering insight into a subject area which, although critical for the sustained success of organizations, has received relatively little attention as distinct from the more general phenomenon of strategic change.

Firstly, by providing a summary of the literature, this research anthology helps graduate students and new researchers grasp the current state of affairs in the field. Secondly, this research anthology will help update the knowledge base of the existing researchers in the field. By bringing together various studies, the research anthology determines the core concepts of the field and elucidates the key gaps and future research areas. Through contributions building on the knowledge bases of other disciplines, this research anthology develops an interdisciplinary research agenda, giving the reader an in-depth understanding of the mediating, moderating, and antecedent variables concerning strategic renewal.

Strategic Renewal aims to provide a state-of-understanding to the subject, as well as a clear picture of the cross-disciplinary landscape that informs the subject. Thus, this research anthology is essential reading for managers, consultants, and other practitioners, as well as students and scholars of business.

part 1|2 pages

Introduction

part 2|2 pages

Core concepts

chapter 2|31 pages

Strategic renewal and dynamic capabilities

Managing uncertainty, irreversibilities, and congruence

chapter 3|24 pages

Corporate strategic change towards sustainability

A dynamic capabilities view

chapter 4|24 pages

Towards a cognitive dimension

The organizational ambidexterity framework

chapter 6|22 pages

Boards of directors and strategic renewal

How do human and relational capital matter?

part 3|2 pages

Psychological antecedents and micro-foundations of strategic renewal

chapter 8|17 pages

The micro-foundations of strategic renewal

Middle managers’ job design, strategic change culture, organizational effectiveness unit, and innovative work behavior

chapter 10|16 pages

Should I stay or should I go?

The individual antecedents of noticing and embracing strategic change

part 4|2 pages

Strategic renewal beyond organizational and national boundaries

chapter 11|17 pages

Strategic renewal through mergers and acquisitions

The role of ambidexterity

chapter 13|25 pages

Innovation in foreign and domestic firms

The advantage of foreignness in innovation and the advantage of localness in innovation

part 5|2 pages

Interdisciplinary perspectives and future directions

chapter 14|20 pages

Strategic renewal in services

The role of the top management team’s social relationships

chapter 17|27 pages

Strategic renewal in the digital age

The digital marketing core as a starting point

chapter 18|15 pages

Dynamic game plans

Using gamification to entrain strategic renewal with environmental velocity